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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Tree |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen | 30-90 min | 2-4 h | 1-2 h |
Participantsdifferent | 6-30 Experten | 1-6 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionTreeOptions | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |